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Show Results For
- All HBS Web
(9,884)
- People (25)
- News (1,742)
- Research (6,380)
- Events (44)
- Multimedia (118)
- Faculty Publications (4,711)
- November 5, 2013
- Article
How to Turn Around Nearly Anything
In turbulent times, turnarounds are increasingly a fact of life. Some companies need to be rescued from the brink of extinction, but that’s not the only kind of turnaround. Others need a course correction while still profitable, or a momentum shift because of... View Details
Keywords: Turnarounds; Change; Purpose; Team Building; Voice; Positivity; Organizational Change and Adaptation; Change Management; Value; Assets; Mission and Purpose
Kanter, Rosabeth M. "How to Turn Around Nearly Anything." Harvard Business Review Digital Articles (November 5, 2013).
- March 2018
- Supplement
China Vanke: Battle for Control (C)
By: Lynn S. Paine, Charles C.Y. Wang, Dawn H. Lau and Anthony K. Woo
Baoneng calls for the removal of China Vanke's board of directors, citing as reasons the directors' mishandling of the Shenzhen Metro proposal as well as the company's various breaches of corporate governance requirements. Vanke defends itself against Baoneng's... View Details
Keywords: China Vanke; China Resources; Hostile Takeover; Board Of Directors; Shareholding Structure; Shareholder Rights; Asset Restructuring; Corporate Governance; Governing and Advisory Boards; Valuation; Business and Shareholder Relations; Real Estate Industry; China
Paine, Lynn S., Charles C.Y. Wang, Dawn H. Lau, and Anthony K. Woo. "China Vanke: Battle for Control (C)." Harvard Business School Supplement 318-119, March 2018.
- March 2018
- Supplement
China Vanke: Battle for Control (B)
By: Lynn S. Paine, Charles C.Y. Wang, Dawn H. Lau and Anthony K. Woo
China Resources expresses disagreement over the validity of the results of the board vote as announced by China Vanke. It further raises objections to Vanke's handling of the announcement as well as reiterates its doubts about the strategic rationale of the proposed... View Details
Keywords: China Vanke; China Resources; Hostile Takeover; Board Of Directors; Shareholding Structure; Shareholder Rights; Asset Restructuring; Corporate Governance; Governing and Advisory Boards; Valuation; Business and Shareholder Relations; Real Estate Industry; China
Paine, Lynn S., Charles C.Y. Wang, Dawn H. Lau, and Anthony K. Woo. "China Vanke: Battle for Control (B)." Harvard Business School Supplement 318-118, March 2018.
- September 2017
- Article
The Belief in a Favorable Future
By: Todd Rogers, Don A. Moore and Michael I. Norton
People believe that future others’ preferences and beliefs will change to align with their own. People holding a particular view (e.g., support of President Trump) are more likely to believe that future others will share their view than to believe that future others... View Details
Keywords: Social Cognition; Judgment; Prediction; Forecasting; False Consensus; Donation; Open Data; Open Materials; Preregistered; Forecasting and Prediction; Perception; Values and Beliefs; Behavior
Rogers, Todd, Don A. Moore, and Michael I. Norton. "The Belief in a Favorable Future." Psychological Science 28, no. 9 (September 2017): 1290–1301.
- 2010
- Supplement
Berkshire Partners: Bidding for Carter's, Spreadsheet Supplement
By: Malcolm Baker and James Quinn
Keywords: Auctions; Valuation; Leveraged Buyouts; Mergers and Acquisitions; Apparel and Accessories Industry; Retail Industry; Massachusetts
Baker, Malcolm, and James Quinn. "Berkshire Partners: Bidding for Carter's, Spreadsheet Supplement." Harvard Business Publishing Supplement, 2010. Electronic. (Spreadsheet supplement for case number 205058.)
- 17 Jul 2006
- Lessons from the Classroom
Developing a Strategy for Digital Convergence
"network effects"—the idea that the value or utility of a product goes up as more people use it. A telephone holds no value if there is only one in the world—but the technology becomes increasingly... View Details
- 02 Feb 2004
- Research & Ideas
Mapping Your Corporate Strategy
articulated by (HBS professor) Michael Porter, will be most successful when the collection of integrated and aligned activities enable the company to offer a value proposition—whether low total cost, product leadership, complete customer... View Details
Keywords: by Martha Lagace
- 02 Sep 2002
- What Do You Think?
What Can Business Schools Do to Avoid Bad Apples?
might be taken in admissions to sort out the "bad apples," the primary responsibility of business schools is to provide a place where ethics and values can be discussed by all, rather than just those clearing some admissions... View Details
Keywords: by James Heskett
- Web
FAQs - Institute For Strategy And Competitiveness
Health Delivery Project The Institute for Cancer Care Innovation MOC Network ICIC U.S. Cluster Mapping Project U.S. Competitiveness Project FSG Shared Value Initiative Social Progress Imperative AllWorld Network VBHCD Initiative VBHCD... View Details
- 01 Mar 2024
- News
What is Web3?
Web3, a new era of the internet, uses blockchains, tokens, and wallets (tools for storing and managing digital assets) to facilitate a wide range of services and functionalities, including the transfer of assets from person-to-person. It represents a paradigm shift... View Details
- 05 Dec 2007
- Sharpening Your Skills
Sharpening Your Skills: Managing Marketing
Sharpening Your Skills dives into the HBS Working Knowledge archives to bring together articles on ways to improve your business skills. Questions to be answered: How can marketing better align with corporate strategy? Can you place a View Details
- Web
2.0 Academic Information & Policies | MBA
2.0 Academic Information & Policies Student Handbook 1.1 Community Values 1.1.1 MBA Program Guidance on HBS Community Values 1.2 MBA Honor Code 1.3 Academic Calendar 1.4 Academic Program Specifics 1.4.1 HBS... View Details
- 29 May 2009
- Research Event
Business Summit: Introduction to the Future of Market Capitalism
business leaders with the understanding, skills, and values to embrace these challenges. Key concepts include: Market capitalism has propelled unprecedented global prosperity. While optimistic about market capitalism, global business... View Details
Keywords: Re: Joseph L. Bower
- 14 Nov 2007
- First Look
First Look: November 14, 2007
are increasingly paying attention to the aesthetic, symbolic, and emotional value of products, a value that is conveyed by the design language—that is, the combination of signs (e.g., form, colors,... View Details
Keywords: Martha Lagace
- 24 Apr 2014
- News
Improving the service experience requires excellence—but not in everything
Everyone knows what bad service feels like—and that’s something Frances Frei, Professor at HBS, wants to fix. Making the service experience better for everyone, from customers to employees, begins with understanding the services customers View Details
- December 2020 (Revised December 2022)
- Case
The Dance of Dharma: On the Difficulty of Being Good
By: Arthur I. Segel and Tyler M. Richard
When deciding how to be good and act well, we often seek outside help. Many of our oldest and most frequently consulted sources of ethical guidance are our religious traditions. Just as one might consult a thoughtful friend, countless people seek direction from their... View Details
Segel, Arthur I., and Tyler M. Richard. "The Dance of Dharma: On the Difficulty of Being Good." Harvard Business School Case 821-058, December 2020. (Revised December 2022.)
- March 2001 (Revised July 2001)
- Case
Rent-Way, Inc. (B)
By: David F. Hawkins
The company acquires RentaVision, Inc. and writes inventory down as part of acquisition accounting. View Details
Hawkins, David F. "Rent-Way, Inc. (B)." Harvard Business School Case 101-090, March 2001. (Revised July 2001.)
- 10 Jan 2005
- Research & Ideas
How to Put Meaning Back into Leading
enactment of values and a purpose to which the organization subscribes. Barnard came to define the role of the organizational leader as the creator and steward of the purpose and values, where an important aspect of the stewardship... View Details
Keywords: by Martha Lagace
- November 2010
- Supplement
Magna International, Inc. (B)
By: Timothy A. Luehrman and Yuhai Xuan
Magna International, Inc., a Canadian-based automotive parts manufacturer, is considering whether and how to unwind its dual-class ownership structure. A family trust controlled by the founder owns a 0.65% economic interest in the company but has 66% of the votes via a... View Details
Keywords: Business and Shareholder Relations; Value Creation; Voting; Family Ownership; Cost; Cost vs Benefits; Stock Shares; Governance Controls; Governing and Advisory Boards; Manufacturing Industry; Auto Industry; Canada
Luehrman, Timothy A., and Yuhai Xuan. "Magna International, Inc. (B)." Harvard Business School Supplement 211-045, November 2010.
- November 2000
- Case
Dean Foods
By: Ray A. Goldberg, David E. Bell, Ann Leamon and Kim Slack
After 50 years of successful growth, mostly by acquisition, Dean Foods, the nation's second-largest dairy processor, has established a division to develop and market branded products nationally. Can a $4 billion company rely on a $300 million growth vehicle? Is this... View Details
Keywords: Mergers and Acquisitions; Business Divisions; Transition; Food; Goods and Commodities; Brands and Branding; Product Launch; Product Positioning; Product Development; Value Creation; Food and Beverage Industry; Retail Industry
Goldberg, Ray A., David E. Bell, Ann Leamon, and Kim Slack. "Dean Foods." Harvard Business School Case 901-007, November 2000.